General

Much of transit's complexity arises from the difficulty of saying and remembering when it runs.  Route maps can be made pretty simple, but most urban North Americans (and Australians) have been taught that schedules are intrinsically complicated.  You either bypass them using trip planners or realtime information, or learn to enjoy wading through vast tables of times glittering with footnotes ("deviates via Hilltop Community Center on Thursdays").

Schedules are intrinsically complicated if running times change throughout the day, as is the case in many transit services that are stuck in mixed traffic.  But when you have an exclusive right of way, like a busway or separated train track, and you want the network to be simple, you can achieve beautiful repeating patterns like, well, this … (click to sharpen)

It's a slice of this new diagram of the entire Swiss railway network, showing the repeating hourly patterns on which the entire network runs.   [Download PDF]    The notation takes a while to figure out, but there's a legend in English, French, and German that will talk you through it with typical Swiss clarity.  But for example, suppose you're at Grenchen Süd on the left side of the image, and you take an eastbound local train (the black line that runs across the middle of the image).  It arrives Grenchen Sud at :30 after every hour departs a minute later.  You'll then stop at Solothurn West at :42 after the hour and arrive Solothurn at :44.  Stay on the train and you'll get to Niederbipp, but if you want to go to Wiedlisbach, on the local line north out of Solothurn, you'll have a nice connection.  That train leaves at :48, only four minutes after you arrive.

This regular pattern happens every hour, all day, every day, and similar patterns cover the entire country.  The whole rail network is an interconnected structure of times, not just lines, with schedules built around each other to optimize connections as much as possible.  The core enabling idea is the regular hourly pattern of almost everything. That's what assures that (a) you can remember the schedule and use it regardless of when you decide to travel and (b) the connection timing is the same regardless of which trip you're on.

Download the full map if you dare.  The legend itself is a work of art.  I stared at it happily for half an hour, but I'm a fallen geek.  A true geek could kill an afternoon.  

And of course, the Swiss do the same thing at the urban transit scale.   Here you can download a similar map for the Zurich S-Bahn. (Legend only in German, but it's similar to the main map, which has English.)

No, I'm not saying that all public information should look like this, only that regular patterns in a timetable are a radical act of simplification, one that suddenly makes the whole day's service graspable in a couple of numbers.  Where these regular patterns are possible, they're worth fighting for.

It will be quiet here over the holidays, as I get (semi-)(re-)settled in Portland.  Back just after New Years, if not sooner.  

Michael Pal has launched a new blog about his experiences as a transit manager.  In a recent post, he talks about the process of dealing with complaints about bus driver behavior, especially things that can be perceived as courtesy or the lack of it.

Here's Pal's list of "clearly unacceptable behaviors"

1. Cursing and/or using profane vulgar language/gestures at customers, even if provoked.
2. Raising voice / screaming at customer
3. Ignoring reasonable requests from customers for directions/information
4. Failure to provide explanations for delays/disruptions if known
5. Failure to assist when required
6. Speaking to the customer in a dismissive fashion
7. Prejudging a customer based on past experiences
8. Treating customers differently based on sex/race/physical disabilities
9. Putting schedule before service

While I would agree that there's no excuse for items 1, 2, 7 or 8, a great deal of professional driver behavior can be interpreted by someone as including one of these faults.  If you are used to an intimate bus service where the driver knows your name and leaves the seat to help you carry your groceries, then you're used to a low-ridership, low-speed, low-efficiency service.  If you then get on a Bus Rapid Transit vehicle with 100 passengers on board an expect the same service from the driver, you're going to be disappointed.  You might even accuse her of "failing to assist" or "putting schedule before service."  And if you lean over her shoulder and harague her when she's trying to get 100 people to their destinations, she might eventually do something that you perceive as "speaking to you in a dismissive fashion."

What's more, the world is full of people who are angry at their parents, their employer, their landlord, their cellphone, the prospect of death, Microsoft, their government, their partner, their aching back, Wall Street, God, or the weather.  In all these cases, the anger can't be fully expressed at its true object, so people displace, becoming irritable with others who somehow remind them (and the resemblence can be vanishingly faint) of the true object of their anger.  If you're angry at "authority," for example, well, you're going to beat up on a lot of decent people who happen to be in charge of something — including a bus driver.

The driver of busy, crowded bus services needs an extraordinary personality — able to be calm and focused even as they deal with danger and aggression all around them.   They need to be totally attentive to their driving even as all kinds of needy egos surge and roil in a small space behind their backs.  Drivers who are dealing with their own rage really just can't do this and shouldn't be driving — either a bus or a private car.  I've seen bus drivers snap — suddenly begin screaming obscenities until passengers either flee or cower in silence.  Plenty of people don't have the right personality for the job, and should be doing something else.  Many, too, have the right personality for driving but not for customer service; they should be driving services that require less customer contact, like rail or Bus Rapid Transit. 

If your bus driver starts screaming obscenities, or driving aggressively, report him.  But forgive your bus driver for the fact that his job is to do something efficiently, as part of a larger network, especially if he's driving a big bus serving lots of passengers.  If you fixate on the fact that he didn't smile as you expected, or that he couldn't answer you question while he was focused on everyone's safety, you'll beat up on a lot of bus drivers, and their managers, unfairly.  And when you make a job more unpleasant, you make it harder to get good people to do it.

Need a handy cartoon to remind people that correlation is not causation?  Here you go, from Bloomberg's Vali Chandrisakran via Andrew Sullivan.

Whenever I point out that low density areas tend to have low ridership potential regardless of the service offered — as I do at length in Chapter 10 of Human Transit — someone always asks: "But what if we used flex routes or 'demand-reponsive transport''?'

I've added a page — referenced in the book — that tries to answer that question.  It's here.

This post will be on top of the blog for a while. New material appears beneath it.

I'm told the book is now in warehouses in both the US and Australia, ready to ship!  See the top of the next column for all the links —>

We're now planning some events around the book, including, so far:

— Vancouver, Simon Fraser University downtown, Jan. 17, evening.

— Los Angeles, UCLA Lewis Center, Jan 19, 6-8 pm.

— Washington DC.  National Building Museum, Feb. 9.

We welcome other suggestions for events, ideally fitting my travel schedule (which is evolving in the third column, under my photo).  The email link is there as well!

My friend and former colleague Julie Anne Genter, an expert in sustainable transport policy, won a seat in the New Zealand parliament on Saturday, with the Green Party. 

Raised in Southern California, Julie will be the first US-NZ dual citizen to sit in the New Zealand parliament.  More important, she has done superb work for our firm in sustainable transport policy across Australia and New Zealand, including as a leading exponent of Donald Shoup's work on parking pricing.  (I featured one of her early videos on this topic here.) 

While it appears she will be sitting in opposition, I know she'll be doing great work for New Zealand and beyond.

Here you can download the flyer promoting Human Transit, the book.

North America:  Download Island Press flyer here:   Download Island Flyer Human Transit

Australia/NZ (with discount!): NewSouth flyer can be downloaded here:  Download Human Transit flyer(2)

From Rob, who appears to have long experience in the transit business:

I've often wished for a Steve Jobs of transit. Someone with a vision of how it would work if "it just worked", and the dedication to make it so. Most transit is a huge compromise in service design, operating performance and customer communications, and its biggest challenge often is the willingness of its users and fans to overlook those compromises uncritically. We accept too much that we shouldn't.

I've known people I think are like Steve Jobs; maybe not as confident or charismatic, but systems-oriented with a keen awareness of how customers experience is affected by how transit works – and I find they are rarely in charge. We put people in charge who know about management and organizations, not the ones who have a laser focus on how to produce a product that delights the customer, or at worst works as expected without [the customer] thinking too hard about it.

This is not a critique of the organizational and management expertise that transit also needs.  Steve Jobs had great managers without whom his work would have been impossible.  The real challenge is to form mutually respectful partnerships — and ideally friendships — between great organization managers and creative, strategic thinkers like Jobs.   The key to building these winning partnerships is to accept that almost nobody is a really great manager and a really great creative strategist.  The two skills can fit together like lock and key, but only if they choose not to be intimidated by each other.  You have to have the confidence that your partner, by exercising his skills, isn't diminishing your very different skills.  In fact, he's implicitly praising them.

These partnerships happen now and then in city planning, and often in consulting on the planning side.  But is your transit agency even looking for them?  Some are.

The table of contents is now online here! The complete introduction is here.

The book will be released by Island Press in November or December 2011.  For more or to preorder, see Island Press or Amazon, or my hometown favorite, Powell’s.  (If you use Powell’s, be sure to chide them for filing it in the Automotive section!)

As those pages are closed to comments, feel free to comment below.